CHAPTER 1 What Is Project Management? CHAPTER 2 Bodies of Knowledge and Competency Standards In Project Management CHAPTER 3 Project Management Process Groups: Project Management Knowledge in Action CHAPTER 4 Initiation Strategies for Managing Major Projects CHAPTER 5 Comprehensive Planning for Complex Projects CHAPTER 6 Controlling Costs and Schedule: Systems That Really Work CHAPTER 7 Project Management Integration in Practice CHAPTER 8 Project Scope Management in Practice CHAPTER 9 Time Management in Practice CHAPTER 10 Project Cost Management in Practice CHAPTER 11 Project Quality Management in Practice CHAPTER 12 Human Resource Management in Practice .................................. CHAPTER 36 R&D Project Management: Adapting to Technological Risk and Uncertainty CHAPTER 37 Applying Project Management Tools and Techniques in the Ecosystem Restoration Industry
Chapter One. A brief history of project management (and why you should care) Chapter Two. The truth about schedules Chapter Three. How to figure out what to do Chapter Four. Writing the good vision Chapter Five. Where ideas come from Chapter Six. What to do with ideas once you have them Chapter Seven. Writing good specifications Chapter Eight. How to make good decisions Chapter Nine. Communication and relationships Chapter Ten. How not to annoy people: process, email, and meetings Chapter Eleven. What to do when things go wrong Chapter Twelve. Why leadership is based on trust Chapter Thirteen. How to make things happen Chapter Fourteen. Middle-game strategy Chapter Fifteen. End-game strategy Chapter Sixteen. Power and politics
Chapter 1. Definition of Configuration Management Used in This Book Chapter 2. Configuration Management in Maturity Models Chapter 3. Configuration Management in International Standards Chapter 4. Organizations Working with Configuration Management Chapter 5. Scoping the Configuration Management Task Chapter 6. What Can Be Placed under Configuration Management Chapter 7. What One Needs to Know about a Configuration Item Chapter 8. What One Must Register for a Configuration Item Chapter 9. What Information Is Available for Configuration Items Chapter 10. People and Configuration Management Chapter 11. Configuration Management Roles Chapter 12. Organizational Roles Chapter 13. Project-Related Roles Chapter 14. External Roles Chapter 15. General Principles Chapter 16. Configuration Management in Development Activities Chapter 17. Managing Configurations for Project Support Functions Chapter 18. Managing Configurations in Different Development Models Chapter 19. Managing Configurations for Different Product Types Chapter 20. Managing Configurations under Special Conditions Chapter 21. Managing Configurations for Cross-Organizational Functions Chapter 22. Getting Started on Configuration Management梪p to Capability Level 1 Chapter 23. Planning Configuration Management梪p to Capability Level 2 Chapter 24. Processes for Configuration Management梪p to Capability Level 3 Chapter 25. Continuous Improvement of Configuration Management梪p to Capability Level 4 and 5 Chapter 26. Tool Support for Configuration Management
Table of Contents Agile Project Management with Scrum Foreword Introduction Chapter 1 - Backdrop: The Science of Scrum Chapter 2 - New Management Responsibilities Chapter 3 - The ScrumMaster Chapter 4 - Bringing Order from Chaos Chapter 5 - The Product Owner Chapter 6 - Planning a Scrum Project Chapter 7 - Project Reporting— Keeping Everything Visible Chapter 8 - The Team Chapter 9 - Scaling Projects Using Scrum Appendix A - Rules Appendix B - Definitions Appendix C - Resources Appendix D - Fixed-Price, Fixed-Date Contracts Appendix E - Capability Maturity Model (CMM)
作者:Ken Schwaber
出版商: Microsoft
更新: 2006-08-28
归类: 项目管理
大小: 1.8M
PART ONE THE CASE FOR PROJECT MANAGEMENT 1. Project Management Is a Strategic Strength 5 Eric Verzuh 2. Leading the Change to a Project-Based Organization 26 Robert J. Graham and Randall L. Englund PART TWO THE PROJECT MANAGEMENT DISCIPLINE 3. Project Selection 59 Jack R. Meredith and Samuel J. Mantel Jr. 4. Building the Action Plan: Scheduling, Estimating, and Resource Allocation 98 Eric Verzuh 5. Achieving Stakeholder Satisfaction through Project Control 142 Eric Verzuh 6. Project Risk Management 179 Eric Verzuh 7. Quality, Quality Management, and Project Management 207 Ned Hamson PART THREE BUILDING A HIGH-PERFORMANCE PROJECT TEAM 8. A Model for Building Teamwork 251 Elaine Biech 9. Discipline: The Glue That Holds It All Together 262 Neal Whitten 10. Virtual Team Critical Success Factors 287 Deborah L. Duarte and Nancy Tennant Snyder PART FOUR MANAGING THE PROJECT-BASED ORGANIZATION 11. Stage-Gate™ New Product Development Processes: A Game Plan from Idea to Launch 309 Robert G. Cooper 12. Enterprise Project Management: The Path to Maturity 347 Denis Couture 13. Creating an Environment for Successful Projects in Your Organization 378 Robert J. Graham and Randall L. Englund 14. Integrating Project Management into the Enterprise 394 Eric Verzuh
作者:ERIC VERZUH
出版商: John
更新: 2006-07-08
归类: 项目管理
大小: 5.0M
PART 1 INTRODUCTION CHAPTER 1—PROJECT MANAGEMENT IN A CHANGING WORLD CHAPTER 2—THE PROJECT ENVIRONMENT PART 2 DEFINING THE PROJECT CHAPTER 3—PROJECT STAKEHOLDERS CHAPTER 4—MAKING THE RULES PART 3 THE PLANNING PROCESS CHAPTER 5—RISK MANAGEMENT CHAPTER 6—WORK BREAKDOWN STRUCTURE CHAPTER 7—REALISTIC SCHEDULING CHAPTER 8—THE DYNAMICS OF ACCURATE ESTIMATING CHAPTER 9—BALANCING THE PROJECT PART 4 CONTROLLING THE PROJECT CHAPTER 10—BUILDING A HIGH-PERFORMANCE PROJECT TEAM CHAPTER 11—COMMUNICATION CHAPTER 12—MEASURING PROGRESS PART 5 PUTTING THE DISCIPLINE TO WORK CHAPTER 13—ENTERPRISE PROJECT MANAGEMENT CHAPTER 14—APPLICATION IS THE ART: SOLVING COMMON PROJECT PROBLEMS APPENDIX: THE DETAILED PLANNING MODEL
作者:ERIC VERZUH
出版商: John
更新: 2006-07-04
归类: 项目管理
大小: 3.8M
PART ONE: CREATING THE CONDITIONS FOR CHANGE 1 1 Leading Organizational Change 7 2 Clear Danger: Creating a Sense of Urgency and Economic Value 33 3 Powerful Forces: Building a Guiding Coalition 53 4 Focus: Developing and Communicating the Project Office Vision and Strategy 83 5 Tell the Tale: Harnessing Internal Support 109 Robert Storeygard, 3M PART TWO: MAKING CHANGE HAPPEN 125 6 Contact: Managing the Change 129 7 Implementing the Project Office: Case Study 167 Alfonso Bucero, PMP 8 Keep Moving: Getting Your Arms Around Chaos 197 Colonel Gary LaGassey, USAF 9 In or Out? Staffing and Operating the Project Office 219 PART THREE: MAKING CHANGE STICK 245 10 Looking Forward: Embedding Project Practices in the Culture of the Organization 249 Dennis Cohen, Strategic Management Group 11 The Tale We Tell 277